1 enhancing safe behaviours esb (just and fair culture) acceptable and encouraged behaviours...
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Enhancing Safe Behaviours ESB (Just and Fair Culture)
Acceptable and
encouraged behaviours
Unacceptable and not
tolerated behaviours
SUPPORTING A LEARNING ORGANISATION
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Introduction
A framework has been developed which details accountabilities for managers and individuals and expands on the BG Group HSE Policy currently in place. People must be clear what behaviours are expected from them and must fully understand their accountabilities and the consequences of both positive and negative outcomes.
The Framework is based around the 'Enhancing Safe Behaviours' consequence model. It has been developed to improve the consistency of line management's approach across the Group when dealing with personnel issues arising from incidents and other trigger events or to reward exemplary HSSE performance. It provides a decision making tool for managers when determining the consequences for an employee of their behaviour. (Contractors can also be encouraged to apply similar principles to their staff).
The Accountability Framework builds on effective incident investigation and root cause analysis (where behaviours are identified as causal factors) and aligns with our existing HR disciplinary processes.
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Developing our safety culture
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ESB Process
1. Conduct formal investigation or review of action. Collect all relevant evidence and ensure recorded in investigation report.
2. Upon receipt of the Investigation Report, line management carry out ESB assessment covering all Personnel involved in the incident. Where appropriate, take advice/input from a member of the investigation team.
Note : Where non-BG personnel are involved, work with contractor management.
3. Review the actions of each individual using the ESB Decision Tree (slide 5).
4. Consider carefully the Substitution Test (slide 6).
5. Record conclusions for each individual by highlighting the route through the decision tree. Include narrative on conclusions and supporting reasons. (see examples on slides 7 and 8).
6. Decide on necessary disciplinary action or reward using appropriate guidance. Consult with relevant HR Advisor where appropriate.
7. Take appropriate disciplinary action in conjunction with BG HR Department or administer relevant reward and recognition.
Note : Disciplinary action for non-BG employees will be actioned by Contractor Management.
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Enhancing Safe Behaviours Model
Excellent Planning & Risk Management
‘Through effective, structured planning, I managed risks
proactively through appropriate controls’
Effective Sharing of Lessons Learnt
‘I ensured that the learning points from my experience were shared with others’
Exemplary Behaviour‘I was involved in doing
something exemplary that contributed to HSSE
success’
Expected Behaviour‘I performed as expected
following all the rules, guidance and good practice’
Intervention‘I intervened to prevent an unsafe act or reported a
hazardous condition’
Creating a safer work environment
‘I contributed to creating the right culture in my team to
improve our safety performance locally’
Behaviour That Meets or Exceeds Expectation
ENCOURAGEMENT RECOGNITION REWARD
Increasing HSE Cultural Maturity
Behaviour That Falls Below Expectation
YES NO NO NO
YESYES
YES
YES
YES YES
Slips & Lapses ‘I didn’t realise what had
happened’
Mistakes‘I didn’t expect that to
happen’Unintended Outcome
‘I was not aware of the rule; the rule was not clear or well
understood’
Situational‘I cannot complete the task if
I follow the rules, but I did the task anyway’
Organisational Gain‘It was better for the
organisation to do it that way’Personal Gain
‘It was better or easier for me to do it that way’HUMAN ERROR
VIOLATION
Routine – One off Event or Repeat; Individual Behaviour or Common Behaviour
Routine – One off event or Repeat – Individual or Common
NO
NO
Reckless/Intentional‘I neither thought nor cared about the consequences’
NOWas the action, event, behaviour as planned or
intended?
Was the action, event, behaviour believed to be in conformance with existing
rules or procedures?
Did the individual believe that they were acting in the
appropriate manner?
The action, event or behaviour could not be done in accordance to established procedures, but it was done
anyway
The individual believed the action, event or behaviour
was for the good of the company
The individual believed that the action, event, behaviour
was for their personal gain or benefit
The individual meant to do it that way with little or no
regard for the consequences
COACHING/TRAINING DISCIPLINARY PROCEDURES
Substitution Test
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Substitution Test
The ‘Substitution Test’
• Given the circumstances that existed at the time of the event, could a different person (well motivated, equally competent, and comparably qualified) YOU, have committed the same or a similar type of unsafe act?
• If the answer is ‘YES’ then the person who made the error is probably blameless and disciplinary action is therefore unlikely to be required.
• If the answer is ‘NO’, Were there system-induced reasons, such as insufficient training, selection, experience? If not, then negligent behaviour is probable and disciplinary action should be considered.
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Example 1
Incident: Accident with Portable EquipmentActions Tested through Decision Tree Equipment not isolated prior to maintenance & failure to raise a WCC to undertake maintenance activities Justification (always justify result of Substitution Test):• Unaware of requirement for additional maintenance permit for unit• Maintenance work had been routinely conducted on equipment under an Operational permit• Aware of isolating procedure for equipment• Isolating procedure for equipment not available for review at site• Shortcut taken during maintenance operation due to perceived short duration of taskConclusion : Possible Reckless Intentional Violation
Behaviour That Falls Below Expectation
YES NO NO NO
YESYES
YESYES
YES YES
Slips & Lapses ‘I didn’t realise what had
happened’
Mistakes‘I didn’t expect that to
happen’Unintended Outcome
‘I was not aware of the rule; the rule was not clear or well
understood’
Situational‘I cannot complete the task if
I follow the rules, but I did the task anyway’
Organisational Gain‘It was better for the
organisation to do it that way’Personal Gain
‘It was better or easier for me to do it that way’HUMAN ERROR
VIOLATION
Routine – One off Event or Repeat; Individual Behaviour or Common Behaviour
Routine – One off event or Repeat – Individual or Common
NO
NO
Reckless/Intentional‘I neither thought nor cared about the consequences’
NOWas the action, event, behaviour as planned or
intended?
Was the action, event, behaviour believed to be in conformance with existing
rules or procedures?
Did the individual believe that they were acting in the
appropriate manner?
The action, event or behaviour could not be done in accordance to established procedures, but it was done
anyway
The individual believed the action, event or behaviour
was for the good of the company
The individual believed that the action, event, behaviour
was for their personal gain or benefit
The individual meant to do it that way with little or no
regard for the consequences
COACHING/TRAINING DISCIPLINARY PROCEDURES
Substitution Test
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Example 2
Situation: Improved process for communication of safety informationActions Tested through Decision Tree: Equipment purchased and installed for disseminating safety information on cabin TV channelsJustification:• Investigated possibilities and effectiveness of communicating safety information through TVs in cabins• Selected relevant required equipment, priced and gained authorisation to purchase the equipment• Ordered the required equipment• Organised the installation and testing of the equipment• Established a process to keep the information relevant and up to dateConclusion : Reward
Excellent Planning & Risk Management
‘Through effective, structured planning, I managed risks
proactively through appropriate controls’
Effective Sharing of Lessons Learnt
‘I ensured that the learning points from my experience were shared with others’
Exemplary Behaviour‘I was involved in doing
something exemplary that contributed to HSSE
success’
Expected Behaviour‘I performed as expected
following all the rules, guidance and good practice’
Intervention‘I intervened to prevent an unsafe act or reported a
hazardous condition’
Creating a safer work environment
‘I contributed to creating the right culture in my team to
improve our safety performance locally’
Behaviour That Meets or Exceeds Expectation
ENCOURAGEMENT RECOGNITION REWARD
Increasing HSE Cultural Maturity
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Positive Behaviour Guidance
Behaviour that meets or exceeds expectation
Behaviour Description of Behaviour Consequences for the Individual
Consequences for the Manager
Expected Behaviour Doing the job in manner that is expected, demonstrating good safety behaviours
Recognition from the line manager and second line manager for a job well done
Recognition and encouragement from line and senior managers if most or all of the team demonstrate the same key behavioursIntervention Actively intervening to prevent a possible
unsafe act or condition. Examples include taking action to stop others who deviate from expected behaviours, but also includes taking a positive approach to interventions brought to your attention by others.
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Positive Behaviour Guidance
Creating a safer work environment
Creating a positive safety culture in a team where all employees are able to excel and contribute towards achieving our HSSE vision
Recognition and/or Reward at the discretion of the line manager in line with local HR policies and procedures.Examples are:PraiseShare Best Practice with PeersRecognition – local or GlobalVoucher for meal or theatrePositive performance appraisalCareer progression
If this behaviour is common to most or all of the team then the manager should also receive similar Recognition and/or Reward in line with local HR policies and procedures for creating the right culture.Examples are:PraiseShare Best Practice with PeersRecognition – local or GlobalVoucher for meal or theatrePositive performance appraisalCareer progression
Excellent Planning and Risk Management
Risk identification, assessment and effective risk management to reduce likelihood of unsafe acts or conditions. Person has the ability to see the bigger picture and adopts a planned, proactive approach rather than reactive fire fighting.
Effective Sharing of Lessons Learnt
Ensuring your experiences are shared widely through active communication and awareness initiatives so that the learning experience has maximum effect.
Exemplary Behaviour
Any exemplary contribution to the success of our HSE aspirations that does not fit into any of the above categories
Behaviour that meets or exceeds expectation
Behaviour Description of Behaviour Consequences for the Individual
Consequences for the Manager
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Negative Behaviour Guidance
Behaviour that falls below expectation
Behaviour Description of Behaviour Consequence for the Individual
Consequence for the Manager
Slip of Action;Lapse of
Concentration
Action does not occur as planned or intended
– task carried out in wrong sequence or wrong way or a step omitted.
Coaching or training on error prevention, key contributory factors to slips and lapses and reminder of reporting process to help identify trends.
Coaching or training in error recognition and management
Mistake
Action proceeds as planned, but does not achieve the desired outcome. Possible causes include insufficient planning or incorrect decision.
Competence development or coaching
Coaching or training in error management and competence management
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Negative Behaviour Guidance
Behaviour that falls below expectation
Behaviour Description of Behaviour Consequence for the Individual
Consequence for the Manager
Routine Error – Personal(Personal history of errors by an individual)
It is not the first time this type of error or mistake has been made by this person. Other people in similar situations do not make this mistake.
Coaching or training in job core competenciesEvaluation of fitness for the work (short-term & long-term)May consider alternative role
Coaching or training in managing fitness for work and role substitution
Routine Error – Team(Same error by others in the team)
It is not the first time this type of error or mistake has occurred.
Coaching or training for the whole team to spot errors, why slips and lapses occur and the importance of reporting to help identify trends
Coaching or training in error management and competence managementPossible impact on performance appraisal for not addressing repeat errors by the team.
Unintended Outcome
Person was not aware of or did not understand the correct procedure or process; possibly the procedure or process was not clearly written or explained.
Coaching or training in job core competencies and awareness of procedure and process requirements.
Coaching or training on ensuring procedures are correct, clear, communicated and understood by all. Review adequacy of current procedures.
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Negative Behaviour Guidance
Behaviour that falls below expectation
Behaviour Description of Behaviour Consequence for the Individual Consequence for the Manager
Situational
The task cannot be completed if the rules are adhered to. Rather than not complete the work, the task is completed and the rule is broken.
Coaching or training to intervene when rules are not appropriate by stopping the work until a safe method is found and raising the issue with the manager.Low level disciplinary action in line with local practice and guidelines
Coaching or training on managing rule / process / procedure violation.Where this continues to occur, impact on performance appraisal for not ensuring team compliance to expected performance
Organisational Gain
The individual acted as they did because they believed it was in the company’s interest.Doing it in that way would improve performance and/or please local management
Coaching or training to intervene when rules are not appropriate by stopping the work until a safe method is found and raising the issue with the manager.Low level disciplinary action in line with local practice and guidelines
Coaching or training on managing rule / process / procedure violation.Impact on performance appraisal for not ensuring compliance by the teamWhere this has happened before, formal disciplinary action for creating a rule breaking culture
Personal Gain
The individual sought a personal benefit such as longer work break, less demanding way of working, increased production with time/financial benefit
Formal disciplineIf this has happened before for the individual then the disciplinary process should be more severe
Impact on performance appraisal for not being aware of the problem.Coaching or training in managing rule / process / procedure violation together with the team.Where this has happened before need to investigate what action the manager took to prevent recurrence.
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Negative Behaviour Guidance
Behaviour that falls below expectation
Behaviour Description of Behaviour Consequence for the Individual
Consequence for the Manager
Reckless or Intentional
The behaviour was carried out by the individual with no regard for the consequences.
Formal disciplinary action taking account of any mitigating circumstances.Work is stopped pending investigation
Coaching or training on how to recognise and deal with such deliberate rule breaking earlier.
Routine Violation – Team(Same error by more than one person in the team)
Other people in the team do it that way or would have regarded that as the normal way to work.
All the team require coaching and training in rule/process/procedure breaking
Impact on performance appraisal for not managing team behaviours.Coaching or training on managing rule / process / procedure violation with team.Where this has happened before need to investigate what action the manager took to prevent recurrence.
Routine Violation – Personal(Personal history of violations)
The individual has a history of disregard for rules and procedures in general.
Formal disciplinary action recognising the history of behaving in this way.
Coaching or training on how to recognise and deal with such deliberate rule breaking by individuals.Where this has happened before need to investigate what action the manager took to prevent recurrence.